sample report of psi management report

Copyright © 2001-2004 - Profiles International, Inc. • Profiles Office Park • 5205 Lake Shore Drive • Waco, TX 76710 • 254-751-1644

Confidential Job Match Management Report

for

Sally Sample

Monday, June 28, 2004

Profiles International Consultancies (Gulf & M.E.) Al Khaleej Center

615 Dubai, 26850

++971 4 3599969

Job Match Management Report Sally Sample


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GGUUIIDDEE TTOO TTHHEE JJOOBB MMAATTCCHH MMAANNAAGGEEMMEENNTT RREEPPOORRTT The Profiles Sales Indicator Job Match Management Report presents the following information you will find helpful for managing Sally Sample:

• Sales Indicator Summary – This chart provides a snapshot of the Sales Success Qualities Sally Sample brings to the job. It shows the overall match to the job and individual scores. You will also see how the scores match the target pattern.

• Sales Success Qualities – This section of the report has a more complete description of the Sales Success Qualities you can expect from Sally Sample.

• Critical Sales Behaviors – This section describes Sally Sample with regard to seven Critical Sales Behaviors considered important for success in selling.

Please consult the User’s Guide for additional information on using these results in working with Ms. Sample



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SSaalleess IInnddiiccaattoorr SSuummmmaarryy

Job Match Pattern: Sales Person General

Job Match Percent 93%

Competitiveness

X

Self-Reliance

X

Persistence

X

Energy

X

Sales Drive

X

The shaded areas represent the range of characteris tics provided by your organization for this job pat tern.

The “X’s” indicate this individual’s scores.

The Distortion Scale deals with how candid and fran k the respondent was while taking this assessment.

The range for this scale is 1 to 9, with higher sco res suggesting greater candor.

The Distortion Scale score on this assessment is 9

• Reserved • Non-confrontational • Cooperative

• Persuasive • Confident • Assertive

Low

High

• Flexible • Good sensitivity • Limited follow-through

• Persevering • Unwavering • Emotionally tough

Low

High

Low High

• Systematic • Steady paced • Patient

• High endurance • Spontaneous • Fast paced

Low High

• Relaxed • Unassuming • Process focused

• Success oriented • Outcome focused • Internally driven

• Welcomes support • Appreciates the

need for procedures

• Independent • Individualistic

Low High


The shaded areas represent the range of characteris tics provided by your organization for this job pat tern. The “X’s” indicate this individual’s scores.


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SSaalleess SSuucccceessss QQuuaall ii tt iieess This section further details the results for Ms. Sample. For each quality, you will see the Job Match Pattern and the score obtained. Following this, the bulleted statements from the individual’s report are shown, along with comments directed toward her supervisor. Should the score fall outside of the Job Match Pattern, additional comments are provided.

Competitiveness

X

• It can be unproblematic for her to command others and direct strategy, but she is also usually able to hand over leadership to others. This balance should ensure good relations with team members.

• She is sometimes one of the first to accept a leadership role, yet rarely finds following others irritating. Only in rare occasions will she need your coaching to effectively work with an authoritative individual.

• She usually takes pleasure in the prospect of being prominent in a group. Unless a high level of dominance is required, she will lead others in a fair and authoritative manner.

• Her self-assurance in expressing herself may rarely be misunderstood as gratuitous pride. She is usually able to assert herself without bruising the egos of others.

Self-Reliance

X

• She probably performs best when a supervisor sets occasional goals for her to attain, while also fostering her self-reliance. At this moderate level of self-reliance, she is likely to keep up with what is expected of a salesperson.

• Now and then, she may need to practice a sales call with a script. Over time, however, her confidence should increase. You may only have to coach her through the sales process during the early phases of her improvement.

• It can be annoying for her to relate to an excessively distant supervisor, but at moderate levels she may appreciate a little autonomy. She accepts a balance of autonomy and organized procedures.

• A sales environment that rewards her conformity is generally suited with her performance style, but she may feel the occasional need to try individualized approaches. Applaud her independent successes, but coach her as needed on how a failure may have been avoided with more structure.

Low High

Low High




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Persistence

X

• If undertaking a group project is creating tension among associates, she usually persists with minimal hesitation. Her emotional toughness keeps her going under stress, but you may have to mediate between she and the team if her above average persistence causes a lack of empathy for the feelings of others.

• Time pressures or minor setbacks occasionally break down her tenacity, but for the most part she appears resolute. She may, on rare occasions, require your motivational support, but should perform as expected in most situations.

• There are times when she may find herself striving for accomplishment while others have decided the probability of failure is too great. Disagreements may ensue, with her focus and resolution creating stress for others. Reward her diligence, but encourage as much understanding as possible.

• She is ready to accept a challenge, but if failure is a potential result, she is also willing to consider the need to rethink such a risky objective. Her balanced level of perseverance requires only occasional support.

Energy

X

While Ms. Sample achieved an Energy Level score comparable with most people, it is below the profile for this Job Match Pattern. This suggests that her capacity to keep up a fast pace of work is moderately less than the position typically requires. Discussion questions should explore the possibility that for Ms. Sample, the position may be too challenging and could lead to frustration and a reduction in her level of performance. • She probably appreciates an occasional break, in order to regain her strength in the middle

of a tough workday. In most common situations, you should be able to rely upon her to respond with the appropriate level of energy.

• When the task burden allows for a fair share of her attention, she tends to achieve more. Maintaining an organized pattern of goal setting should be effective for her.

• It can be taxing for her to have to manage more than her average share of responsibilities at once. Creating a disciplined approach may be an important objective for you to set for her.

• Individuals who are in a persistent rush can create hassles for her if they insist she follow their lead at all times. Encourage her patient tendencies so that she can move forward at the group’s pace as much as possible.

Low High

Low High




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Sales Drive

X

• When the risks are balanced by the opportunities, she is usually willing to pursue a particular prospect. You may even encourage her, on occasion, to accept higher risks by thinking objectively about the potential rewards.

• She enjoys being influential in her relationships, but this could occasionally cut short the sharing of information by others. Try to mediate any of her dominant tendencies when appropriate, while fostering her ability to influence clients in a method pleasing to others.

• She has a tendency to juggle many tasks at one time with minimal distress. This is clearly an advantage in a fast paced environment, but can be cause for frustration if she is not adequately challenged.

• Although generally able to work out "a plan", she has a tendency to favor immediate issues. More deliberate thinkers may be needed for planning, but she is apt to excel in situations that call for quick answers.

Low High



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CCrr ii tt iiccaall SSaalleess BBeehhaavviioorrss This section presents seven sales behaviors that were developed from a combination of Sales Success Qualities. They are typically considered important for success in most selling situations. The statements provided should be considered when working with Ms. Sample.

PROSPECTING

Ms. Sample will usually pursue prospects until she has them appropriately qualified. Sally understands the need for prospecting and is willing to invest some of her energy in doing so. She can be creative in her approach to prospecting, but appreciates the structure provided by a supervisor or another member of the team.

CLOSING THE SALE

Ms. Sample can be competitive while maintaining the understanding that the prospect’s perspective may have merit. She has the relatively high level of drive to be motivated by the process of making a sale. Also, Sally is willing to adapt her closing approach to fit the situation, demonstrating good perseverance in the need to make the sale.

CALL RELUCTANCE

Ms. Sample has a good potential to overcome the call reluctance that she may experience from time to time. Her moderate level of energy will feed her sales drive and allow her to do what needs to be done with some effort. She may enjoy the opportunity to establish and meet goals and to compete for rewards. Part of her motivation to overcome call reluctance originates in her level of drive.

SELF-STARTING

When the workplace offers only occasional distractions, Ms. Sample should demonstrate some effectiveness in self-starting performance, assuming supervision and guidance are typically available. Her pace is somewhat measured and deliberate, performing best in a one-step-at-a-time fashion. Ms. Sample may perform well when a supervisor sets short-term goals for her to attain. It is usually not a problem for her to deal with an attentive supervisor. Her level of drive is good and may be utilized to help motivate additional self-starting behavior.

WORKING WITH A TEAM

Ms. Sample will usually be able to hand over leadership to others. On the other hand, when needed it comes easy for Ms. Sample to lead others and direct the course of action. This balance should ensure good relations with team members and she can also be more diplomatic than others. The source of her motivation is very likely from the challenge to win. It



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usually does not take an outside motivation, like the inspiration of her managers, to get her going and this can have a positive effect when she is working with a team.

BUILDING AND MAINTAINING RELATIONSHIPS

Her pace is generally measured and deliberate, initiating and maintaining relationships in a one-step-at-a-time fashion. However, while maintaining relations with clients may create stress among her team members, Ms. Sample usually persists with minimal hesitation. Time pressures or minor setbacks do not usually break down her resolve. This tenacity can be an effective tool in maintaining or establishing relations with clients. Ms. Sample may need a reliable system to turn to and specific goals set when establishing client relationships and her energy will need occasional replenishing.

COMPENSATION PREFERENCE

When competition takes form, she will usually be ready for the challenge. Her relative strength is a need for compensation in the form of recognition and public accolades for effective performance, balanced occasionally with practical compensations. Reward her through chances to succeed on a level playing field and provide the structure she occasionally needs to move forward. Ms. Sample derives motivation from within, taking the lead as a source of encouragement to others. Although the service she provides to customers and clients is essential, the winning aspects of successful sales are a greater reward for her.

NOTE: This job match pattern should reflect your expectations and/or how your top performers responded to the Profiles Sales Indicator. The report indicates how this individual’s results compared with the job match pattern. A continuing review of the impact and effectiveness of this job match pattern is important to ensure that it reflects your company's needs and culture.

When using this report for decision-making, its contents should not be used as the basis for more than one-third of any decision. Profiles International, Inc. is only responsible for the contents of this report and is not liable for any unauthorized disclosure or misuse of the information contained herein.

sample report of psi management report

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